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Definitions of "Partnering Intelligence, "Smart Partners," and other partnering concepts
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First step in building an effective internal or external partnering solution:
Assess your personal or organizational partnering capabilities

Like constructing a building, creating a successful partnership requires using a blueprint or model.
Read about a proven partnering model built on a partnering culture

Partnering Insights

Whether you're looking at potential options for establishing a new partnership, wanting to enhance the value of your existing partnership, or seeking to repair a partnership that's not performing to your expectations, our suite of services and products will help you get the most out of your partnering initiatives. 

Examples of some of our insights and
actionable advice for your organization

 

Is your improvement program mired in office politics and lacking stakeholder buy-in?                                                                             

 

  

Partnership Continuum met with a research scientist who worked for an international manufacturing corporation known for innovation. Two years earlier, his company embarked on a Six Sigma program. The CEO wanted to reduce defects, improve quality and dramatically increase the company's ability to deliver new products. 

When we asked the research scientist how the program was going, he smiled politely and said, "Some of the projects have delivered results, but most are mired down in office politics. We just can't seem to get everyone's priorities aligned. I know our leaders want to do the right thing; but from where we sit, they're playing games. Among the rank and file, cynicism and mistrust about the program are growing. We're all betting Six Sigma will be another 'flavor of the month.'" 

His sentiments are not uncommon in enterprises in all industries. Leaders champion improvement programs such as problem solving, process management, business scorecards or Six Sigma, but often fail to first build the partnership agreements needed to support these large, institutional changes. 

Initiating a typical Six Sigma program, for instance, can cost a business upwards of one million dollars. Our article, Improving Your Improvement Program, explains how you can minimize the risk of failure in an improvement program by developing a Program Partnering Agreement before you start your improvement process. This will increase collaboration and teamwork, and turn those improvement opportunities into real dollars and cents.

How is your company doing when it comes to embracing change for innovation -- especially in tough economic times or when things are already not going well?                                                              

 

 

Embracing change is one of the most crucial skills in today's business world. As management consultant and author Peter Drucker wrote, "You can either take action or you can hang back and hope for a miracle, but they are so unpredictable."

And sometimes the change involves opposing points of view that are simply seeing a glass half full or half empty--both perspectives have merit. At such times, how can you lead your work group, business unit, or company to move forward with change opportunities?

Our article, Decision-Making Approach Impacts Innovation, explains how we assisted a financial institution facing such a situation.

If your corporate culture continually demonstrates communication failure, it could end up in major trouble                                                                       

 

 

Remember Arthur Andersen, the Big Five accounting firm that collapsed because of its role in the Enron scandal? One of Andersen's biggest communication missteps was its failure to listen to its employees. According to news reports at that time, senior managers at Andersen raised concerns about Enron's accounting practices, but Andersen's leadership did not listen.

Fortunately, most organizations are never faced with such a serious breakdown in communication. Still, every executive should learn a valuable lesson from this incident: listen to your employees. The fact is they have valuable information that is often vital to the successful operation of your company. Employees are in a position to know more about the day-to-day operations of a business than most of its leaders.

Smart leaders not only value employee feedback--they seek it out. Through such efforts, they not only build internal loyalty to the company, but they also demonstrate that they value the employees and consider the partners in the running of the company. Read our article, The High Cost of Not Listening to Employees, an example of the business impact on one of our clients when it failed to listen to employees.


 
 
 
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